[Apr 16, 2022] Powerful CAPM PDF Dumps for CAPM Questions [Q97-Q116]

[Apr 16, 2022] Powerful CAPM PDF Dumps for CAPM Questions

Authentic CAPM Dumps – Free PDF Questions to Pass

Topics Covered by CAPM Exam

To prepare for the CAPM exam, candidates need to grasp information related to the following sections:

• Integration Management in Projects: Within this domain, covered are the seven processes of project management, input, techniques, outputs and tools, the importance of project integration, and procedures & concepts involved in change management of projects. It is also about considerations related to managing integration for projects, key documentation as well as knowledge management methods.
• Managing Project Communication: This section considers the three processes of project management, their inputs, techniques, outputs, and tools, core concepts in addition to approaches that include tailoring as well as special considerations meant for adaptive or agile environments, communication dimensions as well as elements of a management plan, and communication skills as well as methods.
• Project Environment: This section deals with factors that influence the final result of a project, organizational systems as well as their differences, hierarchy of portfolios, programs, and projects, and the knowledge of how the management office of a project functions and what its purposes are.
• Risk Management in Projects: Within this scope, you will delve into the seven processes of project management relating to risk management, tools, techniques, outputs, inputs, key documents, doing calculations for simple risks, and knowing when as well as how to adjust risks related to a given project environment.
• Managing Project Resources: This topic includes defining the six processes of a project, identifying the techniques, input, tools, and output in these processes, and knowing the core concepts & trends that include tailoring as well as special considerations meant for adaptive or agile environments. The parts on techniques used to develop a team, how to manage conflict & resolve problems related to resources, and understanding the elements of a plan for resource management as well as techniques for data representation are covered there as well.
• Scope Management in Projects: This objective concerns the six processes of project management, tools, techniques, output, and input in those processes, and key concepts as well as considerations for tailoring scope management and the core roles related to scope management. The areas of elements of a WBS (Work Breakdown Structure) related to both project scope and product & scope management targeting agile or adaptive projects are also present.
• Basics of Project Management: This area is about understanding the standard project lifecycle, the five process groups of project management, and recognizing how projects, portfolio, operational as well as program management relate to each other. Also, understanding the functions & usage of tailoring from varied projects is important.
• Managing Costs in Projects: It concerns the four processes of project management, the tools, techniques, inputs, and outputs relating to such processes together with some key concepts dealing with cost management such as tailoring as well as special considerations targeting adaptive or agile environments. Covered as well is knowing and applying methods for basic forecasting as well as earned value techniques.

Details of CAPM Test

The PMI CAPM exam includes 150 questions including 15 pre-test non-scored items. Overall, applicants are given three hours to answer them. Questions are provided in the multiple-choice format. When it comes to scores, there is no current percentage of the right answers that one should achieve because the performance is checked with the use of psychometric analysis. It is to be mentioned that now, the CAPM test can be taken online.

NO.97 Which statement is related to the project manager’s sphere of influence at the organizational level?

 A project manager interacts with other project managers to detect common interests and impacts their projects.

 A project manager facilitates communication between the suppliers and contractors on the project.

 A project manager considers the current industry trends and evaluates how they can impact or be applied to the project.

 A project manager may inform other professionals about the value of project management.

NO.98 Which project documents can determine the budget?

 Procurement documents, contracts, requirements documentation, and basis of estimates

 Basis of estimates, cost estimates, project schedule, and risk register

 Business case, project charter, statement of work, and cost estimates

 Scope baseline, resource management plan, activity list, and assumption log

NO.99 Which of the following is a tool and technique used in the Develop Schedule process?

 Three-point estimates

 Resource leveling

 Precedence diagramming method

 Bottom-up estimating

NO.100 What does a sender-receiver model accomplish?

 Describes the communications needed to manage the team or physical resources

 Outlines how stakeholders will be engaged through appropriate communication strategies

 Defines the lead, support, and risk management team members for each type of activity

 Creates feedback loops that allow for interaction and participation, and removes barriers

Section: Volume E

NO.101 Which Process Group contains the processes performed to complete the work defined in the project management plan to satisfy the project specifications?

 Initiating

 Planning

 Executing

 Closing

NO.102 Which project document is updated in the Control Stakeholder Engagement process?

 Project reports

 Issue log

 Lessons learned documentation

 Work performance information

Section: Volume B
Explanation:
13.4.1.2 Issue Log
Described in Section 13.3.3.1. The issue log is updated as new issues are identified and current issues are resolved.
9.4.1.4 Issue Log
Issues arise in the course of managing the project team. An issue log can be used to document and monitor who is responsible for resolving specific issues by a target date.
Process: 13.4 Control Stakeholder Engagement
Definition: The process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.
Key Benefit: The key benefit of this process is that it will maintain or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes.
Inputs
1. Project management plan
2. Issue log
3. Work performance data
4. Project documents
Tools & Techniques
1. Information management systems
2. Expert judgment
3. Meetings
Outputs
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates

NO.103 Outputs from constituent processes might be used as:

 Inputs to other processes.

 Proof of process completion.

 Identification of project tasks.

 Indicators to eliminate project redundancies.

Section: Volume E
Explanation

NO.104 A project manager can choose from several techniques to resolve conflicts between team members.
Which technique can result in a win-win situation?

 Collaborate/Problem Solve

 Compromise/Reconcile

 Smooth/Accommodate

 Withdraw/Avoid

Explanation/Reference:
Reference: https://4squareviews.com/2013/06/26/5th-edition-pmbok-guide-chapter-9-conflict-resolution/

NO.105 Which of the following are inputs for the Plan Quality Management processes?

 Quality metrics, project documents, and financial performance

 Quality management plan, project documents, and quality metrics

 Project management plan, project documents, and organizational process assets

 Project management plan, quality metrics, and project documents

Explanation/Reference:
Reference: https://www.projectengineer.net/project-quality-management-according-to-the-pmbok/

NO.106 The diagram below is an example of a:

 Risk breakdown structure (RBS).

 Project team.

 SWOT Analysis.

 Work breakdown structure (WBS).

NO.107 The stakeholder register is an output of:

 Identify Stakeholders.

 Plan Stakeholder Management.

 Control Stakeholder Engagement.

 Manage Stakeholder Engagement.

NO.108 A project had four phases, and at the end of the third phase, the project manager realized that some of the project execution steps could have been improved to avoid team burn out
What should the project manager have done differently?

 Conduct performance reviews

 Review quality reports with the project team

 Hold regular meetings with the project team

 Conduct a retrospective session at the end of each phase

NO.109 A strengths, weaknesses, opportunities, and threats (SWOT) analysis is a tool or technique used in which process?

 Identify Risks

 Control Risks

 Perform Quantitative Risk Analysis

 Perform Qualitative Risk Analysis

Explanation/Reference:
Explanation:
11.2.2.6 SWOT Analysis
This technique examines the project from each of the strengths, weaknesses, opportunities, and threats (SWOT) perspectives to increase the breadth of identified risks by including internally generated risks. The technique starts with identification of strengths and weaknesses of the organization, focusing on either the project, organization, or the business area in general. SWOT analysis then identifies any opportunities for the project that arise from organizational strengths, and any threats arising from organizational weaknesses. The analysis also examines the degree to which organizational strengths offset threats, as well as identifying opportunities that may serve to overcome weaknesses.
Process: 11.2 Identify Risks
Definition: The process of determining which risks may affect the project and documenting their characteristics.
Key Benefit: The key benefit of this process is the documentation of existing risks and the knowledge and ability it provides to the project team to anticipate events.
Inputs
1. Risk management plan
2. Cost management plan
3. Schedule management plan
4. Quality management plan
5. Human resource management plan
6. Scope baseline
7. Activity cost estimates
8. Activity duration estimates
9. Stakeholder register
10.Project documents
11.Procurement documents
12.Enterprise environmental factors
13.Organizational process assets
Tools & Techniques
1. Documentation reviews
2. Information gathering techniques
3. Checklist analysis
4. Assumptions analysis
5. Diagramming techniques
6. SWOT analysis
7. Expert judgment
Outputs
1. Risk register
11.2.3.1 Risk Register
The primary output from Identify Risks is the initial entry into the risk register. The risk register is a document in which the results of risk analysis and risk response planning are recorded. It contains the outcomes of the other risk management processes as they are conducted, resulting in an increase in the level and type of information contained in the risk register over time. The preparation of the risk register begins in the Identify Risks process with the following information, and then becomes available to other project management and risk management processes:
List of identified risks. The identified risks are described in as much detail as is reasonable. A structure

for describing risks using risk statements may be applied, for example, EVENT may occur causing IMPACT, or If CAUSE exists, EVENT may occur leading to EFFECT. In addition to the list of identified risks, the root causes of those risks may become more evident. These are the fundamental conditions or events that may give rise to one or more identified risks. They should be recorded and used to support future risk identification for this and other projects.
List of potential responses. Potential responses to a risk may sometimes be identified during the Identify

Risks process. These responses, if identified in this process, should be used as inputs to the Plan Risk Responses process.

NO.110 In a weak matrix, the project managers role is:

 part-time

 full-time

 occasional

 unlimited

Section: Volume D
Explanation:
Project managers have the highest level of power and authority in a projectized organization. They also have high levels of power and authority in a strong matrix; however, a matrix organization is a blend of functional and projectized organizations, and therefore, the project manager does not have quite the same level of authority as they would in a projectized organization.

NO.111 The procurement process that documents agreements and related documentation for future reference is known as:

 Plan Procurements.

 Control Procurements.

 Close Procurements.

 Conduct Procurements.

Section: Volume C
Explanation:
Process: 12.4 Close Procurements
Definition: The process of completing each project procurement.
Key Benefit: The key benefit of this process is that it documents agreements and related documentation for future reference.
Inputs
1. Project management plan
2. Procurement documents
Tools & Techniques
1. Procurement audits
2. Procurement negotiations
3. Records management system
Outputs
1. Closed procurements
2. Organizational process assets updates

NO.112 How is the Project Scope Management process different in agile and adaptive projects than in traditional projects?

 Less time spent on defining scope early on

 More time spent on defining scope early on

 Less time spent on scope management process

 Project scope management is the same in all projects

NO.113 The review of a sellers progress toward achieving the goals of scope and quality within cost and schedule compared to the contract is known as:

 Work performance information.

 Inspections and audits.

 Payment systems.

 Procurement performance reviews.

Section: Volume A
Explanation:
Process: 12.3 Control Procurements
Definition: The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.
Key Benefit: The key benefit of this process is that it ensures that both the seller’s and buyer’s performance meets procurement requirements according to the terms of the legal agreement.
Inputs
1. Project management plan
2. Procurement documents
3. Agreements
4. Approved change requests
5. Work performance reports
6. Work performance data
Tools & Techniques
1. Contract change control system
2. Procurement performance reviews
3. Inspections and audits
4. Performance reporting
5. Payment systems
6. Claims administration
7. Records management system
Outputs
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates

NO.114 What are the project management processes associated with project quality management?

 Plan Quality Management, Manage Quality, and Control Quality

 Plan Quality Management, Manage Quality, and Cost of Quality

 Manage Quality, Customer Satisfaction, and Control Quality

 Customer Satisfaction, Control Quality, and Continuous Improvement

Section: Volume E
Explanation/Reference: https://www.projectmanager.com/blog/project-quality-management-quick-guide

NO.115 The links between the processes in the Process Groups are often:

 Intuitive

 Iterative

 Measured

 Monitored

NO.116 External organizations that have a special relationship with the enterprise and provide specialized expertise are called:

 Customers.

 Business partners.

 Sellers.

 Functional managers.

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